RFID in Airline Maintenance Operations

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2 RFID in Airline Maintenance Operations Phil Coop Program Manager Boeing AIT Transformation Services

3 I m not here to talk about RFID I am here to talk about technology Industry Needs Generational Transformation Efficiency How Boeing will leverage RFID technology to embrace and promote industry change

4 An Industry In Need of Change In maintaining the current generation of aircraft, mechanics spend significant time in preparation for work and documenting activities. The data in this Figure indicates that preparation consumes 20% to 30% of their time. Much of this preparation time is spent researching a task and collecting the necessary documentation. An additional 10% of the mechanic s time is spent documenting maintenance activities. Preparation Opening Up Search/Inspect Diagnose/Decide Repair/Replace Lubrication Closing Up Document Functional Test Non-Supervisors Supervisors

5 AIR CONDITIONING AUTOPILOT COMMUNICATIONS ELECTRICAL POWER EQUIPMENT AND FURNISHINGS FIRE PROTECTION FLIGHT CONTROLS FUEL HYDRAULIC SYSTEM ICE AND RAIN PROTECTION INSTRUMENTS BRAKES WHEELS/TIRES LANDING GEAR/OV'HL/INSP LIGHTS NAVIGATION OXYGEN PNEUMATIC SYSTEM WATER AND WASTE AUXILIARY POWER UNIT (APU) DOORS FUSELAGE NACELLES/PYLONS STABILIZERS WINDOWS WINGS Maintenance Cost per Flight Hour $50 Primary Maintenance Cost Drivers by ATA Chapter 767 Shown $45 $40 $35 $30 $25 $20 $15 $10 $5 $ Figure Maintenance Cost Data derived from DOT Form 41 Data

6 Industry Generational Transformation In Progress Timing is Crucial Metric Boomers Generation Y Population Relationship to technology Work Style 80M Mass Retirements Approaching Discomfort with new technologies Competitive, individual accomplishment 78M Just Entering The Industry Technically integrated Take action, efficiency Want for work Visibility, status Meaning, challenge, fun

7 Risk, Impact, Mitigation Generation Boomers Generation Y Significant risk of Population losing experience, 80M Mass Retirements Approaching tribal Discomfort with new knowledge technologies Relationship to technology Work Style Must standardize and simplify Competitive, individual accomplishment 78M Just Entering The Industry Technically integrated Take action, efficiency Want for work Visibility, status Meaning, challenge, fun

8 Has Been Difficult to Introduce Technology Generation Boomers Generation Y Population Not an easy environment to introduce a new technology or standard process, Work Style little acceptance Relationship to technology 80M Mass Retirements Approaching Discomfort with new technologies Competitive, individual accomplishment 78M Just Entering The Industry Technically integrated Take action, efficiency Want for work Visibility, status Meaning, challenge, fun

9 The Time for Technology is Now Metric Boomers Generation Y Population Relationship to technology Work Style An excellent environment to introduce new technology and 80M Mass Retirements Approaching Discomfort standard with new technologies process! Competitive, individual accomplishment But it better be fun, easy to use, efficient 78M Just Entering The Industry Technically integrated Take action, efficiency Want for work Visibility, status Meaning, challenge, fun

10 Impact of AIT on One Process Before Open Search / Inspect Diagnose / Decide Close Document Queue Time = 360 minutes, Touch Time = 30 minutes, Total Lead Time = 390 minutes (VA = ~10%)

11 Impact of AIT on One Process After Open Search / Inspect Diagnose / Decide Close Document Queue Time = 10 minutes, Touch Time = 5 minutes, Total Lead Time = 15 minutes (VA = 33%)

12 Actors Action Codes Condition Codes scratch pad Mechanic Mechanic Inspector Stock Clerk S/B and A/D compliance Birth record data elements Repair Exchange Stock Clerk Inspector Mechanic Shipped Received Inspected S/B and A/D compliance Birth record data elements, initialize locations Repair Tail Actors Action Codes Condition Codes scratch pad Stock Clerk Received Visible damage? Action cage code Action date Station code Cert, tracking Noticed container damage Inspector Inspected Serviceable Stock Clerk Stock Clerk Stock Clerk Exchange Mechanic Received Mechanic Installed Operational / functional check Mechanic Mechanic Repaired Operational / functional check Removed FOM NFF Could not duplicate Cleaned Unserviceable Serviceable Abnormal condition Station code Shop NR Repair authority Unique conditions Notes from mechanic component was hot, leaking, etc Mechanic Modified Operational / functional check Cleaned Unserviceable Serviceable Engineering authority Station code Shop Unique configuration Notes from mechanic - Condition Codes Action Codes Actors scratch pad Mechanic Mechanic Mechanic Mechanic Mechanic Mechanic Stock Clerk Stock Clerk Stock Clerk Stock Clerk A/D Compliance S/B Compliance Removed FOM Removed to gain access to Installed Operational / functional check Borrowed Robbed Removed Missing part number Exchange Received scratch pad Condition Codes Action Codes Actors Stock Clerk Stock Clerk Inspector Stock Clerk Stock Clerk Stock Clerk Mechanic Mechanic Mechanic Mechanic Shipped Exchange Received Inspected Visible damage? Exchange Received Repaired Operational / functional check Removed FOM NFF Could not duplicate Cleaned Visible damage? AN fittings not received with component when it came to shop. Please send next time! Thanks Modified Operational / functional check Cleaned Visible damage? Note abnormal blending. Ref. repair S/B Compliance A/D Compliance Condition Codes Action Codes Actors scratch pad Mechanic Mechanic Inspector Inspected Operational / functional check Mechanic Exchange Stock Clerk Stock Clerk Stock Clerk Shipped Stock Clerk Exchange Inspector Stock Clerk Mechanic Scrapped How Far Does The Impact Reach? The map below depicts the lifecycle of a rotable component and how/when RFID would touch each process. In this case, a simulation was performed on a 777 entry door Results were determined by multiple stakeholders including Boeing, Mitsubishi Heavy Industries, Japan Airlines and All Nippon Airways 50 transactions, 7 changes in custody, 5 user roles were identified and dozens of maintenance processes were positively impacted Fault Fault or Routine Removal Design 1 Build Test Inspect Component OEM Ship Receive 5 6 Inspect 7 Install 8 Airframer Configure 9 Deliver 10 Receive 11 Inspect Store Monitor Operator Materiel Issue Receive Install Service Repair Operator Maintenance Modify 20 A/D 21 S/B 22 Remove FOM Installed Operator Maintenance Borrow / Rob 25 Remove Unserv. Receive Store Move to Operator Materiel Export 30 Ship Receive Inspect 33 Store Monitor OEM Materiel Issue Receive Repair Modify OEM Maintenance A/D S/B 40 Return to Service service OEM Maintenance Return to stores Receive Store Transport OEM Materiel Export Quarantine Spare Scrap Transactions authority 5 6

13 Airlines Get It However They lack the domain knowledge and expertise to introduce AIT into their environments themselves in an effective and efficient manner It s too cumbersome for an airline to engage multiple suppliers, they want a one-stop-shop solution AIT technology vendors are often turned away because they lack the airline domain knowledge (basically don t understand the customers operational environment) There hasn t been a single source for airlines to pull on that encompasses both technology and airline experience

14 The right partnership at the right time Boeing and Fujitsu have teamed to provide a total one-stop-shop AIT Transformation Solution specifically for the airline industry Fujitsu has teamed with others including Intermec, Motorola, and MacSema to provide turn-key technology solutions for Boeing designed applications Six basic initial products will be delivered Product 1, Emergency Equipment Management Product 2, Rotables Management Product 3, Repairables Management Product 4, Structural Repairs and Airframe Degradation Management Product 5, Essential Cabin Product 6, Engine and APU Management

15 A Paradigm Shift It s not about technology, it s about process efficiency Our goal is to break the mold on decades-old maintenance processes We ll use RFID and redefined maintenance processes to leverage the complexities of the industry and deliver the next generation best practices

16 Developmental Phases Entry to Service 2Q 2012 Phase I Dec 2010 / April 2011 Engage development partner airline proof-of-concept Validate processes and procedures Validate ballpark economics Validate value proposition Adjust business case Phase II April 2011 / August 2011 Development partner airline static test System performance test on static airplanes Verify performance requirements have been met Verify operational procedures are ready for deployment Develop customer training materials Phase III August 2011 / November 2011 In-service evaluation with partner airline Field personnel perform basic RFID-enabled operations Capture performance metrics and feed back from the field Validate deployment processes and procedures Validate business continuity / disaster recover processes and procedures Regulatory approval Total system performance and validation Global pilot

17 Where do we go next? Today I shared 6 basic products we have 28 others in queue for development Safety Strategy & Business Development Information Services Supply chain management Boeing is looking forward to next generation technologies that will enable even greater efficiency Autonomous airborne interrogation for automated configuration management and situational awareness Point-of-use information Information mistakeproofing Autonomation A/P Health Typical AIT Transition Areas of Focus Configuration management Situational awareness Just-in-time Training at the point-of-use Power-harvesting, sensorenabled devices Tool Control Inventory Reduction Integration with other Boeing CAS products including Toolbox, Electronic Logbook, Aircraft Health Management Copyright 2009 Boeing. All rights reserved. Imagination is the only limitation and innovation is the key to success in the new field

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